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Excellence in Business Comm., 10e (Thill) Chapter 9 Writing Negative Messages 1) When composing a negative message, you should try to A) choose a buffer that will distract your reader from the main point of your message. B) gain the audience's acceptance of the bad news. C) leave the reader with hope that you will change your decision. D) avoid stating the bad news. E) surprise the audience with the bad news. Answer: B 2) Use the direct approach with a negative message if A) the message will have a great deal of personal impact on members of the audience. B) the situation is one in which people readily acknowledge the possibility of receiving bad news. C) an order is unfillable or portions of it must be back-ordered. D) you are refusing to make an adjustment on a claim. E) you're worried that you have already delayed giving the bad news for too long. Answer: B 3) Which of the following would be an inappropriate use of the word "you" in a negative message? A) You possess many fine skills. B) The frying pan you ordered is being shipped today. C) You shouldn't have washed that wool shirt; it should be dry cleaned only. D) When you have more managerial experience, we encourage you to reapply. E) As you know, our company's client base has grown more slowly than expected. Answer: C 4) When using the direct approach to deliver negative messages, you A) begin with a buffer. B) should not include reasons for the decision or information. C) should end the message on a respectful note. D) can expect your audience to be offended. E) should not worry about tone. Answer: C 5) If you choose to apologize in a negative message, you should A) phrase the apology in a conditional manner ("If I have offended anyone ..."). B) imply that not all of the blame lies with you or your company. C) be sincere and make it a true apology. D) always demonstrate sincerity, but never accept blame. E) always urge the reader against taking legal action. Answer: C 1 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Bad news is inescapable if you work for any length of time. In this section, I'll discuss 3 common "bad news" situations you might encounter. followed by describing strategies for writing effective Claim and Adjustment Letters, a short word on Crisis Communications, and finally, a note on Sympathy messages. Situation #1:You must deliver unwanted news.No, you are not being offered the job. We will not refund your money. You are not being granted the raise, scholarship, proposal, etc. you applied for. You did not get the promotion. You are fired. There will be no salary increases this year. Healthcare costs are going up, and the organization can no longer absorb them. This will mean a reduction in your take-home pay. There is an art to delivering unwanted news. In most instances this 4-step indirect method formula is helpful: 1. Begin with a buffer. XYZ organization highly values the contributions you have made as an employee. 2. Give reasons. As you may be aware, XYZ did not meet its sales goals for the first quarter. 3. State the bad news. Plant production is being reduced for the second quarter by 15%. Rather than reducing our staff size, each employee's hours (and salary) is being reduced by 15%. 4. End on a positive. If sales improve by the third quarter, we'll be back to full production (hours and salary) by the fourth quarter. There are 2 exceptions to this indirect method for delivering bad news: 1. You know you're dealing with someone whose preference is for direct news, regardless. It is generally considered insensitive to state unwanted news directly. But some people take offense if you are indirect with bad news. They want it straight, otherwise they feel patronized. If you have the kind of relationship with someone you know has this preference, then be direct. Continue to be sensitive, but be direct. 2. Safety is a factor. If you work for a manufacturing company that makes microwaves and your company has just realized model T-53 has a defect and can cause a fire, you cannot afford to be indirect with this information in your messaging to customers. You should be very direct in your opening message to customers who bought this microwave: Do NOT use your model T-53! We have discovered a defect. But in all other bad news situations, be indirect out of courtesy. It is true that astute readers may see the bad news coming in your opening, but at least effort has been made to show sensitivity. Strive to be genuine and specific. Avoid canned phrases such as, "I regret to inform you..." No one appreciates being treated like a random number when getting bad news. Tell people WHY. It is the number one question they will have--the main thing they will want to know. It's important to end on a positive, if there is any positive to be found. Don't force a cheery note at the end that's inflated or out of keeping with the message. But the closing is the final taste in a person's mouth. So try not to end on a sour note. One of the best letters I've ever seen on the art of saying "no" with compassion (and potentially keeping the customer - it is less expensive to keep the customers you have than to have to recruit new ones) is a refrigerator scenario from Writing That Works: How to Communicate Effectively in Business, by Roman & Raphaelson. A man--Mr. Traggart--leaves town for three days. When he returns he finds his 3-year old refrigerator has quit working. His food is ruined. He is furious and writes to the Refrigerator Store where he purchased the appliance to demand his money for the repair be refunded. He also asks for a new refrigerator to ensure this will never happen again. Buffer: A client representative from Refrigerator Store responds to Mr. Traggart's letter by empathizing with his situation. How terrible to return home and find your food ruined! I agree, Mr. Traggart, that you have every right to expect a 3-year old refrigerator to work. Reasons: Next the representative explains that it is rare for any product, however well-manufactured, to have a perfect track record. This is why you were offered a warranty at the time of your purchase. But I see that you did not opt to buy this warranty. The "no" and a highly logical reason for it are hard to refute. If we refunded your repair cost and gave you a brand new refrigerator, it would be giving you the benefit of a warranty without having purchased it. Positive closing where the door is left open. I personally talked to the serviceman who fixed your refrigerator and he guarantees the repair should give you as many years of service as a new refrigerator. If it does not, please contact us immediately and we will make it right. This "no" would not make me want to rip up the reply letter and never shop at the Refrigerator Store again. On the contrary, I would feel heard, a bit vindicated, and like I was still going to be helped if I had future problems. This letter might keep me shopping at the Refrigerator Store. 4 goals to keep in mind when delivering bad news: 1. Be clear (yet sensitive). 2. Help your reader accept the bad news. 3. Leave a positive image of you and your
organization. 4. Avoid legal liabilities. Lastly, choose the best medium for delivering unwelcome news. There is a big difference in a one-on-one meeting and a group meeting. In an email or a phone call. In a text or a newsletter. Some messages warrant the time and effort it takes to go personally to deliver it face-to-face. When that is not an option, consider privacy and expediency issues. Radio Shack
famously laid off 400 of its employees through an email shortly after email first became an option. No one wants to be told they are losing their job in a company-issued email. Situation #2: |